Rapid digital transformation is driving organizations to rethink their change management approach. While enterprises recognize the need for agility and adaptability, traditional change management frameworks lack scalability, agility, and integration with enterprise platforms, leading to inefficiencies and failed transformation efforts. Thus, organizations are adopting Platform-led Change Management (PCM), a technology-enabled approach that integrates advanced analytics, automation, and enterprise-wide visibility to enhance transformation outcomes. In this report, we evaluate PCM’s transformative potential, industry adoption trends, and key platform features that enhance visibility, operational efficiency, and data-driven decision-making. It offers insights into PCM’s role in shaping future change management strategies and recommends an actionable roadmap for enterprises to maximize RoI and workforce engagement. It examines key trends shaping PCM adoption, including rising AI-driven insights, scalable enterprise platforms, and industry-specific customization. By leveraging automation, behavioral analytics, and predictive modeling, PCM enables organizations to track change readiness, optimize workforce engagement, and ensure seamless technology adoption. Scope All industries and geographies Contents In this report, we: Examine traditional change management approaches and their challenges Evaluate PCM adoption trends and key platform features Offer strategic recommendations for successful PCM implementation Assess PCM’s future outlook Membership(s) Digital Services Sourcing and Vendor Management

Enterprises are investing in change management to navigate complex organizational transformations due to technology advances and evolving business models. Historically, several organizations struggled to realize their digital transformation initiatives’ full potential due to the absence of a strategic change management approach. Thus, change management consulting has become pivotal in ensuring digital transformation success by offering roadmaps to address organizational culture, leadership alignment, and employee engagement. Effective change management requires a balanced focus on human and operational aspects of change. With innovation, sustainability, and employee experience becoming increasingly important, providers must integrate technology with their change management capabilities and offer post-implementation support for change initiatives’ long-term sustainability. Additionally, monitoring change initiatives’ performance, analyzing stakeholder feedback, and refining strategies based on data-driven insights are vital for efficient change adoption. In this report, we analyze 13 providers featured on the Digital Transformation Consulting Services PEAK Matrix® – Change Management. The report evaluates and categorizes providers based on their change management consulting capabilities. Scope All industries and geographies This assessment is based on Everest Group’s annual RFI process for the calendar year 2024, interactions with leading digital transformation consulting service providers, client reference checks, and an ongoing analysis of the digital transformation consulting services market Contents In this report, we: Evaluate 13 digital transformation consulting service providers Categorize providers as Leaders, Major Contenders, and Aspirants Compare providers’ key strengths and limitations Membership(s) Digital Services Sourcing and Vendor Management

Change management is a work in progress for most Global Business Services (GBS) organizations. For stakeholders and users alike, the learning curve that follows the move to a GBS platform can be substantial. With GBS comes a vast array of changes in the way the enterprise works – from processes and policies to technology and relationships. Successful GBS change management is a continuous endeavor and, when managed as part of everything the organization does, can deliver a significant return on investment and bring added value. In this webinar, Everest Group experts uncovered effective change management practices. At the center of the discussion lay first-of-its-kind research on 60 leading GBS organizations across the globe, conducted by Everest Group and Sourcing Change. Our experts explored: Why GBS change management is still a work in progress for most organizations Challenges and best practices to enabling and accelerating success in change management Prevailing change management personas Examples of successful change management initiatives The 12 keys to success

Change is not a one-off and is not focused only on the transition of work. As Global Business Services (GBS) organizations gain or lose mandates, sponsorships, scope, and reach, they are involved in various GBS and enterprise initiatives – such as development of CoEs, project management, transformation, workforce management, CX, and EX, that require programmatic focus on change management. Unfortunately, there is no clear definition of change management in the context of GBS. In this first-of-its-kind report, Everest Group partnered with Sourcing Change to understand how leading GBS organizations across the globe approach change management. This comprehensive report will help GBS leaders and change practitioners uncover several strategic and operational aspects of GBS change management practices spanning maturity, drivers, operating model, scope of work, time of involvement, staffing and talent model, governance mechanisms, and approaches to measure outcomes and fund change management competency within the GBS. Scope This report is based on findings from a comprehensive 30-question survey and multiple one-on-one interviews The survey participants span industries, geographies, and GBS size, age, and maturity The study covers insights from 58 leading global market players and focuses on understanding change management in a GBS construct Contents In this report, we cover: Nine soundbites summarizing the current state of play in GBS change management In-depth assessment of key dimensions shaping GBS change management in leading organizations: strategy, catalyst, timing, role, operating model, reporting, planning, success factors, coverage, ownership, resourcing model, talent model, governance, funding, and performance management Four GBS change management personas defining different approaches to change Case studies based on experiences shared by best-in-class GBS and GBS change management leaders Several callouts that test the general market hypothesis on the state of play A holistic 12-step recommendation program to evolve GBS organizations’ change management practices Membership(s) GBS/SS

Recently, enterprises have invested significantly in digital transformation in the interests of business continuity and to develop resilience. These efforts characterized by increased and scaled adoption of next-generation technologies within one or more functions to achieve operational efficiency, enhance stakeholder experience, reduce costs, and achieve business innovation. However, in achieving these transformations, enterprises often neglect the underpinning levers that decide the success of such disruptive organizational changes, resulting in a widening gap between anticipated and realized returns. To achieve timely and intended outcomes, enterprises must traverse a journey parallel to that of technology, covering people, process, culture and structure, to manage the changes brought by digital transformation effectively. As Organizational Change Management (OCM) becomes a mature ask, enterprises should partner with service providers and change-management consultants to curate strategies and assessment frameworks, obtain hand-holding support for execution, and engage with key stakeholders in a targeted manner. In this report, we study enterprises’ OCM journey and define a framework that enterprises can leverage to build and assess the effectiveness of their existing change-management strategies. Scope All industries and geographies Contents This report offers a detailed analysis of different digital transformation operating models and the parameters that govern them. In the study, we: Analyze the digital services landscape by geography, industry, and technology and assess the digital maturity of enterprises Examine the key investments made by enterprises within digital services Highlight notable technologies Define a comprehensive organizational change-management framework that can be followed by enterprises to realize expected outcomes from their digital transformation initiatives Suggest key considerations for enterprises and service providers Membership(s) Digital Services Sourcing and Vendor Management